Chapter 6

www.drvkumar.com Copyright Dr. V.
Kumar, 2005
Customer Relationship
Management
A Databased Approach
V. Kumar
Werner J. Reinartz
Instructors Presentation Slides
www.drvkumar.com Copyright Dr. V. Kumar, 2005
Chapter Six
Customer Value Metrics:
Concepts and Practices
Topics Discussed
Popular Customer-based Value Metrics
Strategic Customer-based Value Metrics
Popular Customer Selection Strategies
Lift charts
Cases
Customer Based Value Metrics
Customer
based
value
metrics
Popular Strategic
RFM
Past
Customer
Value
LTV
Metrics
Size
Of
Wallet
Transition
Matrix
Share of
Category
Reqt.
Share of
Wallet
Customer
Equity
Size-of-Wallet
Size-of-wallet ($) of customer in a category = Sj
Where: Sj = sales to the focal customer by the firm j
j = firm, = summation of value of sales made by all the J firms that
sell a category of products to the focal customer
Information source:
Primary market research
Evaluation:
Critical measure for customer-centric organizations based on the assumption
that a large wallet size indicates more revenues and profits
Example:
A consumer might spend an average of $400 every month on groceries
across the supermarkets she shops at. Her size-of-wallet is $400
=
J
j 1
=
J
j 1
SCR (%) of firm or brand in category = Vij / Vij
j = firm, V = purchase volume, i = those customers who buy brand
= summation of volume purchased by all the I customers from a firm j,
= summation of volume purchased by all I customers from all j firms
Information source:
Numerator: volumetric sales of the focal firm - from internal records
Denominator: total volumetric purchases of the focal firms buyer base- through market and
distribution panels, or primary market research (surveys) and extrapolated to the entire buyer base
Evaluation:
Accepted measure of customer loyalty for FMCG categories, controls for the total volume of
segments/individuals category requirements; however, does not indicate if a high SCR customer will
generate substantial revenues or profits
Share of Category Requirement (SCR)
=
I
i 1
=
I
i 1
=
J
j 1
=
I
i 1

=
I
i 1

=
J
j 1
Computation of SCR Ratio - Example
Total requirement of
Notebook computers
per customer
A
Total number of
Notebook Computers
purchased from
ABC Computers per
customer per period
B
Share of category
requirement for
ABC computers per
customer per period
B/A
Customer 1
100 20 .20
Customer 2
1000 200 .20
Customer 3
1000 500 .25
Customer 3 has the highest SCR. Therefore, ABC Computers should identify customer 3
and target more of their marketing efforts (mailers, advertisements etc.) towards customer 3
Also, customer 3s size-of-wallet (column A), is the largest
Share-of-Wallet (SW)
Individual Share-of-Wallet
Individual Share-of-Wallet of firm to customer (%) = Sj / Sj
Where: S = sales to the focal customer, j = firm, = summation of value of sales made by all
the J firms that sell a category of products to a buyer
Information source:
Numerator: From internal records
Denominator: From primary market research (surveys), administered to individual customers,
often collected for a representative sample and then extrapolated to the entire buyer base
Evaluation:
Important measure of customer loyalty; however, SW is unable to provide a clear indication of
future revenues and profits that can be expected from a customer
=
J
j 1
=
J
j 1
Aggregate Share-of-Wallet (ASW) (brand or firm level)
Aggregate Share-of-Wallet of firm (%)
= Individual Share-of-Wallet
ji
/ number of customers
= Si / Sij
Where: S = sales to the focal customer, j = firm, i = customers who buy brand
Information source:
Numerator: From internal records
Denominator: Through market and distribution panels, or primary market research (surveys)
and extrapolated to the entire buyer
Evaluation:
Important measure of customer loyalty
Share-of-Wallet (contd.)
=
I
i 1
=
J
j 1
=
I
i 1
=
I
i 1
Applications of SCR and SW
SCR -for categories where the variance of customer expenditures is relatively small
SW - if the variance of consumer expenditures is relatively high
Share-of-wallet and Size-of-wallet simultaneously with same share-of-wallet,
different attractiveness as customers:
Example:
Share-of-Wallet Size-of-Wallet Absolute expenses
with firm
Buyer 1 50% $400 $200
Buyer 2 50% $50 $25
Absolute attractiveness of Buyer 1 eight times higher than buyer 2
Segmenting Customers Along
Share of Wallet and Size of Wallet
The matrix shows that the recommended strategies for different segments differ
substantively. The firm makes optimal resource allocation decisions only by
segmenting customers along the two dimensions simultaneously
High
Share-of-wallet
Low
Size-of-wallet
Hold on
Do nothing
Target for
additional selling
Maintain and guard
Small Large
Share of Wallet and Market Share (MS)
MS of firm = (Share-of-wallet
i
* Size of wallet) / Sj
Where: S = sales to the focal customer, j = firm, i = customers who buy the brand
Difference between share-of-wallet and market share:
MS is calculated across buyers and non-buyers whereas SW is calculated only
among buyers
MS is measured on a percent basis and can be computed based on unit volume, $
volume or equivalent unit volumes (grams, ounces)
Example:
BINGO has 5,000 customers with an average expense at BINGO of $150 per
month (=share-of-wallet * size of wallet)
The total grocery sales in BINGOs trade area are $5,000,000 per month
BINGOs market share is (5,000 * $150) / $5,000,000 = 15%
=
I
i 1

=
J
j 1
Transition Matrix
Brand Currently
Purchased
Brand Purchased next time
A B C
A 70% 20% 10%
B 10% 80% 10%
C 25% 15% 60%
Characterizes a customers likelihood to buy over time or a brands likelihood to be bought.
Example:
-The probability that a consumer of Brand A will transition to Brand B and then come back
to Brand A in the next two purchase occasions is 20% * 10% = 2%.
- If , on an average, a customer purchases twice per period, the two purchases could be
AA, AB, AC, BA, BB, BC, CA, CB, or CC.
-We can compute the probability of each of these outcomes if we know the brand that the customer
bought last
Strategic Customer Based Value Metrics
RFM
Past Customer Value
LTV Metrics
Customer Equity
RFM
Recency, Frequency and Monetary Value-applied on historical data
Recency -how long it has been since a customer last placed an order
with the company
Frequency-how often a customer orders from the company in a
certain defined period
Monetary value- the amount that a customer spends on an average
transaction
Tracks customer behavior over time in a state-space
Computation of RFM
Two common methods:
Method 1: Sorting customer data based on RFM, grouping and
analyzing results
Method 2: Computing relative weights for R,F and M using
regression techniques
RFM Method 1
Example:
Customer base: 400,000 customers
Sample size: 40,000 customers
Firms marketing mailer campaign: $150 discount coupon
Response rate: 808 customers (2.02%)
Recency coding: Analysis
Test group of 40,000 customers is sorted in a descending order based on the
criterion of most recent purchase date.
The earliest purchasers are listed on the top and the oldest are listed at the bottom.
The sorted data is divided into five equal groups (20% in each group)
The top most group is assigned a recency code of 1 and the next group
a code of 2 and so on, until the bottom most group is assigned a code of 5
Analysis of customer response data shows that the mailer campaign got the highest
response from customers grouped in recency code 1 followed by code 2 etc
Response and Recency
Recency Vs. Response
4.50%
2.80%
1.50%
1.05%
0.25%
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
1 2 3 4 5
Recency Code (1 - 5)
C
u
s
t
o
m
e
r

R
e
s
p
o
n
s
e

%
Response %
Graph depicts the distribution of percentage of those customers who responded fell
within the recency code grouping of 1 through 5
Highest response rate (4.5%) for the campaign was from customers in the test
group who fell in the highest recency quintile (recency code =1)
Response and Frequency
Frequency Vs. Response
2.45%
2.22%
2.08%
1.67% 1.68%
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
3.00%
1 2 3 4 5
Frequency Code 1-5
R
e
s
p
o
n
s
e

R
a
t
e

%
Response %
Graph depicts the distribution of what % of those customers who responded fell
within the frequency code grouping of 1 through 5
The highest response rate (2.45%) for the campaign was from customers in the
test group who fell in the highest frequency quintile (frequency code =1)
Response and Monetary Value
Monetary Value Vs. Response
2.35%
2.05%
1.95%
1.90%
1.85%
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
1 2 3 4 5
Monetary Value Code (1-5)
R
e
s
p
o
n
s
e

R
a
t
e

%
Response %
Customer data is sorted, grouped and coded with a 1 to 5 value
The highest response rate (2.35%) for the campaign was from those customers in the
test group who fell in the highest monetary value quintile (monetary value code =1).
Limitations
RFM method 1 independently links customer response data with R, F and M
values and then groups customers, belonging to specific RFM codes
May not produce equal number of customers under each RFM cell since
individual metrics R, F, and M are likely to be somewhat correlated
For example, a person spending more (high M) is also likely, on average,
to buy more frequently (high F)
For practical purposes, it is desirable to have exactly the same number of
individuals in each RFM cell
RFM Cell Sorting
Example:
List of 40,000 test group customers is first sorted for Recency and grouped into 5
equal groups of 8000 each
The 8000 customers in each group is then sorted based on Frequency and divided
into five equal groups of 1600 each- at the end of this stage, there will be RF codes
starting from 11 through 55 with each group having 1600 customers
In the last stage, each of the RF groups is further sorted based on monetary value
and divided into five equal groups of 320 customers each
- RFM codes starting from 111 through 555 each having 320 customers
Considering each RFM code as a cell, there will be 125 cells ( 5 recency divisions *
5 frequency divisions * 5 monetary value divisions = 125 RFM Codes)
RFM Cell Sorting (contd.)
1
2
3
4
5
41
42
43
44
45
Customer
Database
R
F
11
12
13
14
15
M
Sorted Once
Sorted five times
per R quintile
Sorted twenty five
times per R quintile
131
132
133
134
135
441
442
443
444
445
Breakeven Value
Breakeven - net profit from a marketing promotion equals the cost
associated with conducting the promotion
Breakeven Value (BE) = unit cost price/ unit net profit
BE computes the minimum response rates required in order to offset the
promotional costs involved and thereby not incur any losses
Example: In mailing $150 discount coupons,
- The cost per mailing piece is $1.00
- The net profit (after all costs) per used coupon is $45,
Breakeven Value (BE) = $1.00/$45 = 0.0222 or 2.22%
Breakeven Index
Breakeven Index (BEI) = ((Actual Response Rate BE)/BE)* 100
Example: If the actual response rate of a particular RFM cell was 3.5%
BE is 2.22%,
The BEI = ((3.5% - 2.22%)/2.22%)*100 = 57.66
Positive BEI value some profit was made from the group of customers
0 BEI value the transactions just broke even
Negative BEI value the transactions resulted in a loss
RFM and BEI
0
200
400
600
800
1000
1200
1400
1
1
1
1
3
2
1
5
3
2
2
4
2
4
5
3
2
1
3
4
2
4
1
3
4
3
4
4
5
5
5
3
1
5
5
2
RFM Cell Codes
B
E
I
Break-Even Index
RFM and BEI (contd.)
Customers with higher RFM values tend to have higher BEI values
Customers with a lower recency value but relatively higher F and M
values tend to have positive BEI values
Customer response rate drops more rapidly for the recency metric
Customer response rate for the frequency metric drops more
rapidly than that for the monetary value metric
RFM & Profitability
Test Full customer
base
RFM Selection
Average response
rate
2.02% 2.02% 15.25%
# of responses 8080 8080 2732.8
Average Net
profit/Sale
$45 $45 $45
Net Revenue $36360 $363600 $122,976
# of Mailers sent 40,000 400,000 17920
Cost per mailer $1.00 $1.00 41.00
Mailing cost $40,000 $400,000 $17920
Profits ($3640) ($36400) $105056
RFM Method 2- Regression Method
Regression techniques to compute the relative weights of the R, F, and M
metrics
Relative weights are used to compute the cumulative points of each
customer
The pre-computed weights for R, F and M, based on a test sample are used
to assign RFM scores to each customer
The higher the computed score, the more profitable the customer is likely to
be in the future
This method is flexible and can be tailored to each business situation
Recency Score
20 if within past 2 months; 10 if within past 4 months; 05 if within past
6 months; 03 if within past 9 months; 01 if within past 12 months;
Relative weight = 5
Customer Purchases
(Number)
Recency
(Months)
Assigned
Points
Weighted
Points
1 2 20 100
JOHN 2 4 10 50
3 9 3 15
SMITH 1 6 5 25
1 2 20 100
MAGS 2 4 10 50
3 6 5 25
4 9 3 15
Frequency Score
Points for Frequency: 3 points for each purchase within 12 months; Maximum =
15 points; Relative weight = 2
Customer Purchases(#) Frequency Assigned
Points
Weighted Points
1 1 3 6
JOHN
2 1 3 6
3 1 3 6
SMITH
1 2 6 12
1 1 3 6
MAGS
2 1 3 6
3 2 6 12
4 1 3 6
Monetary Value Score
Monetary Value: 10 percent of the $ Volume of Purchase with 12 months;
Maximum = 25 points; Relative weight = 3
Customer Purchases
(Number)
Monetary Assigned
Points
Weighted
Points
1
$40
4 12
JOHN
2 $120
12
36
3 $60 6
18
SMITH
1 $400
25
75
1 $90 9 27
MAGS
2 $70 7 21
3
$80
8 24
4 $40 4 12
Customer Purchases
(Number)
Total Weighted Points Cumulative
Points
1 118 118
JOHN
2 92 210
3 39 249
SMITH 1 112 112
1 133 133
MAGS 2 77 210
3 61 271
4 37 308
RFM Cumulative Score
Cumulative scores: 249 for John, 112 for Smith and 308 for Mags; indicate a potential
preference for Mags
John seems to be a good prospect, but mailing to Smith might be a misdirected marketing
effort
Computation of Customer Profitability
Past Customer Value of a customer
Where I = number representing the customer, r = applicable discount rate
n = number of time periods prior to current period when purchase was made
GC
in
= Gross Contribution of transaction of the i
th
customer in the n
th
time period
Since products/services are bought at different points in time during the customers
lifetime, all transactions have to be adjusted for the time value of money
Limitations: Does not consider whether a customer is going to be active in the future.
Also does not incorporate the expected cost of maintaining the customer in the future
Past Customer Value
=
+ =
n
n
n
in
r GC
1
) 1 ( *
Spending Pattern of a Customer
The above customer is worth $302.01 in contribution margin, expressed in net present
value in May dollars. By comparing this score among a set of customers a prioritization
is arrived at for directing future marketing efforts
Jan Feb March April May
$ Amount 800 50 50 30 20
GC 240 15 15 9 6
302.01486
5
) 0125 . 0 1 ( 240
4
) 0125 . 0 1 ( 15
3
) 0125 . 0 1 ( 15
2
) 0125 . 0 1 ( 9 ) 0125 . 0 1 ( 6
Scoring Value Customer Past
0.3 Amount X Purchase (GC) Contribution Gross
= + + + +
+ + + + +
=
=
Lifetime Value metrics
(Net Present Value models)
Multi-period evaluation of a customers value to the firm
Recurring
Revenues
Recurring
costs
Contribution
margin
Lifetime of a
customer
Lifetime Profit
Acquisition
cost
LTV
Discount
rate
Calculation of Lifetime Value: Simple Definition
where LTV = lifetime value of an individual customer in $, CM = contribution margin,
o = interest rate, t = time unit, E = summation of contribution margins across time
periods
LTV is a measure of a single customers worth to the firm
Used for pedagogical and conceptual purposes
Information source:
CM and T from managerial judgment or from actual purchase data.
The interest rate, a function of a firms cost of capital, can be obtained from financial
accounting
Evaluation:
Typically based on past customer behavior and may have limited diagnostic value for
future decision-making
t
T
t
t
CM LTV

=
|
.
|
\
|
+
=
1
1
1
o
LTV: Definition Accounting for
Varying Levels of Contribution Margin
Where, LTV = lifetime value of an individual customer i in $, S = Sales to customer i,
DC = direct cost of products purchased by customer i,
MC = marketing cost of customer i
Information source:
Information on sales, direct cost, and marketing cost comes from internal company
records
Many firms installing Activity-Based-Costing (ABC) schemes to arrive at appropriate
allocations of customer and process-specific costs
t
T
t
it it it
MC DC S LTV

=
|
.
|
\
|
+
=
1
1
1
) (
o
AC CM Rr LTV
t
T
t
it
T
t
|
|
.
|
\
|
|
.
|
\
|
+
|
|
.
|
\
|
=
[
= =
1 1
1
1
o
LTV: Definition Accounting for
Acquisition Cost and Retention Probabilities
Where, LTV = lifetime value of an individual customer in $
Rr = retention rate
= Product of retention rates for each time period from 1 to T,
AC = acquisition cost
T = total time horizon under consideration
Assuming that T and that the contribution margin CM does not vary over time,
AC
Rr
CM
LTV
i

+
=
o 1
Sum of the lifetime value of all the customers of a firm
Customer Equity,
Indicator of how much the firm is worth at a particular point in time as a
result of the firms customer management efforts
Can be seen as a link to the shareholder value of a firm
Customer Equity Share, CES
j
= CE
j
/
k,
where, CE = customer equity , j = focal brand, k = all brands
Customer Equity
t
T
t
it
I
i
CM CE

= =
|
.
|
\
|
+
=
1 1
1
1
o
k
CE
15006 Total
customer
equity
1179 9 16 131 0.131 0.85 20 36 0.3 120 4
1683 11 16 153 0.153 0.82 20 36 0.3 120 3
2244 12 16 187 0.187 0.75 20 36 0.3 120 2
3500 14 16 250 0.25 0.63 20 36 0.3 120 1
6400 16 16 400 0.4 0.4 20 36 0.3 120 0
11.
Total
Disctd.
Profits per
Period to
the
Manufactu
-rer
10.
Discounted
Profit per
Customer
per Period
to
Manufactu-
rer
9
Profit per
Customer
per
period
per Manu-
facturer
8.
Expected
Number
of
Active
Customer
7.
Survival
Rate
6.
Actual
Retention
Rate
5.
Mktg and
Servicing
Costs
4.
Manufac-
turer
Gross
Margin
3.
Manufa-
cturer
Margin
2
Sales per
Customer
1
Year
from
Acquis-
ition
Customer Equity Calculation: Example
Popular Customer Selection Strategies
Decision Trees
Used for finding the best predictors of a 0/1 or binary dependent variable
Useful when there is a large set of potential predictors for a model
Decision tree algorithms can be used to iteratively search through the data to find
out which predictor best separates the two categories of a binary target variable
Typically, this search is performed on two-thirds of the available data with one-
third of the data reserved for later use for testing the model that develops
Problem with the approach: prone to over-fitting; the model developed may not
perform nearly as well on a new or separate dataset
Decision Trees- Example
Customer data for purchases of hockey equipment from a sporting goods catalog
Step 1
Buyer
Yes 1280
No 6720
Total 8000
Male
Buyer Total
Yes 1000
No 4000
Total 5000
Female
Buyer Total
Yes 280
No 2720
Total 3000
Gender
Decision Trees- Example (contd.)
Female
Buyer Total
Yes 280
No 2720
Total 3000
Married
Yes
Buyer Total
Yes 200
No 1400
Total 1600
No
Buyer Total
Yes 80
No 1320
Total 1400
Step 2
Decision Trees- Example ( contd.)
Male
Buyer Total
Yes 1000
No 4000
Total 5000
Yes
Buyer Total
Yes 60
No 1140
Total 1200
No
Buyer Total
Yes 940
No 2860
Total 3800
Bought
Scuba
Equipment
Step 2 (contd.) The process can be repeated for each sub-segment
Popular Customer Selection Strategies (contd.)
Logistic Regression
Method of choice when the dependent variable is binary and assumes
only two discrete values
By inputting values for the predictor variables for each new customer
the logistic model will yield a predicted probability
Customers with high predicted probabilities may be chosen to receive
an offer since they seem more likely to respond positively
Logistic Regression- Examples
Example 1: Home ownership
Home ownership as a function of income can be modeled whereby
ownership is delineated by a 1 and non-ownership a 0
The predicted value based on the model is interpreted as the probability
that the individual is a homeowner
With a positive correlation between increasing income and increasing
probability of ownership, can expect results as
predicted probability of ownership is .22 for a person with an income
of $35,00
predicted probability of .95 for a person with a $250,000 income
Logistic Regression- Examples (contd.)
Example 2: Credit Card Offering
Dependent Variable-- whether the customer signed up for a gold card
offer or not
Predictor Variables--other bank services the customer used plus
financial and demographic customer information
By inputting values for the predictor variables for each new customer,
the logistic model will yield a predicted probability
Customers with high predicted probabilities may be chosen to receive
the offer since they seem more likely to respond positively
Linear and Logistic Regressions
In linear regression, the effect of one unit change in the independent variable on the dependent
variable is assumed to be a constant represented by the slope of a straight line
For logistic regression the effect of a one-unit increase in the predictor variable varies along an s-
shaped curve. This means that at the extremes, a one-unit change has very little effect, but in the
middle a one unit change has a fairly large effect
Logistic Regression Transformation Steps
Step 1: If p represents the probability of an event occurring, take the ratio
Since p is a positive quantity less than 1, the range of this expression is 0 to
infinity
Step2: Take the logarithm of this ratio:
This transformation allows the range of values for this expression to lie between
negative infinity and positive infinity
p
p
1
|
|
.
|
\
|
p
p
1
log
Logistic Regression Transformation Steps
(contd.)
Step 3: The value can be considered as the dependent variable and a linear
relationship of this value with predictor variables in the form z =
can be written
The and can be estimated
Step 4. In order to obtain the predicted probability p, a back transformation is to be
done
Since = z = , =
Then calculate the probability p of an event occurring, the variable of interest, as
p =
|
|
.
|
\
|
p
p
1
log
e x + + | o
o
s
|
|
|
.
|
\
|
p
p
1
log
e x + + | o
p
p
1
z
e
|
.
|
\
|
+
z
e 1
1
Techniques to Evaluate Alternative
Customer Selection Strategies
Lift Charts
Lifts indicate how much better a model performs than the no model or average
performance
Can be used to track a models performance over time, or to compare a models
performance on different samples
The lift will then equal (response rate for each decile) (overall response rate)
100
The cumulative lift = (cumulative response rate) (overall response rate) 100
The cumulative response rate = cumulative # buyers cumulative # customers
Lift Performance Illustration
Decile
# of
Customers
# of
Buyers
Response
Rate Lift
Cumulative
Lift
1 5000 1759 35.18% 3.09 3.09
2 5000 1126 22.52% 1.98 5.07
3 5000 998 19.96% 1.75 6.82
4 5000 554 11.08% 0.97 7.80
5 5000 449 8.98% 0.79 8.59
6 5000 337 6.74% 0.59 9.18
7 5000 221 4.42% 0.39 9.57
8 5000 113 2.26% 0.20 9.76
9 5000 89 1.78% 0.16 9.92
10 5000 45 0.90% 0.08 10.00
Decile Analysis
Decile Analysis
35.18%
22.52%
19.96%
11.08%
8.98%
6.74%
4.42%
2.26%
1.78%
0.90%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
1 2 3 4 5 6 7 8 9 10
Deciles
R
e
s
p
o
n
s
e

R
a
t
e
The Decile analysis distributes customers into ten equal size groups
For a model that performs well, customers in the first decile exhibit the highest
response rate
Lift Analysis
Lift Analysis
3.09
1.98
1.75
0.97
0.79
0.59
0.39
0.20
0.16
0.08
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
1 2 3 4 5 6 7 8 9 10
Deciles
L
i
f
t
Lifts that exceed 1 indicate better than average performance
Less than 1 indicate a poorer than average performance
For the top decile the lift is 3.09; indicates that by targeting only these customers one can expect to
yield 3.09 times the number of buyers found by randomly mailing the same number of customers
Cumulative Lift Analysis
Cumulative Lift Analysis
0
1
2
3
4
5
6
7
8
9
10
0 1 2 3 4 5 6 7 8 9 10
Decile
C
u
m
u
l
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The cumulative lifts for the model reveal what proportion of responders we can expect to gain from
targeting a specific percent of customers using the model
Choosing the top 30 % of the customers from the top three deciles will obtain 68% of
the total responders
Lift Performance Comparison
Comparison of Models
0
1
2
3
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5
6
7
8
9
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0 1 2 3 4 5 6 7 8 9 10
Deciles
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Logistic
Past Customer Value
RFM
No Model
Logistic models tend to provide the best lift performance
The Past Customer Value approach provides the next best performance
The traditional RFM approach exhibits the poorest performance
Minicase: Catalina - Changing Supermarket
Shopper Measurement
Catalina Inc. a Florida-based company that specializes in supermarket
shopper tracking and coupon issuing
Built its business model on issuing coupons to grocery shoppers online when
they checkout at the cashier
System consists of a printer connected to the cashiers scanner as well as a
database
The information on each shopping basket that checks out via the scanner is
then stored in the database
Minicase: Catalina (contd.)
Using the persons credit card number or check number, the database links
individual shopping baskets over time
The system then allows both manufacturers and retailers to run
individualized campaigns based on the information in the database
For customers who use Catalina as a secondary store.- the decision to
allocate a gift of say $10, for shopping for 4 weeks in a row spending at least
$40, per week in the store
Goal is to selectively target those shoppers where the store only captures a
low share-of-wallet and to entice them to change their behavior
Minicase: Akzo Nobel, NV- Differentiating
Customer Service According to Customer Value
One of the world's largest chemical manufacturers and paint makers
The polymer division, which serves exclusively the B-to-B market, established a
tiered customer service policy in the early 2000s
Company developed a thorough list of all possible service activities that is currently
offered
To formalize customer service activities, the company implemented a customer
scorecard mechanism to measure and document contribution margins per individual
customer
Service allocation, differentiated as:
services to be free for all types of customers
services subject to negotiation for lower level customer groups
services subject to fees for lower level customers
services not available for the least valuable set of customers
Summary
Firms use different surrogate measures of customer value to prioritize their customers
and to differentially invest in them
Firms can use information about size of wallet and share of wallet together for optimal
allocation of resources
Transition matrix provides the probability that a customer will purchase a particular
brand if what brand has been purchased the last time is known
The higher the computed RFM score, the more profitable the customer is expected to
be, in the future
Firms employ different customer selection strategies to target the right customers
Lift analysis, decile analysis and cumulative lift analysis are various techniques firms
use to evaluate alternative selection strategies
Logistic Regression is superior to Past Customer Value and RFM techniques

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